The great disconnect: Why workers are more disengaged than ever
The great disconnect: Why workers are more disengaged than ever
From unclear goals to post-pandemic burnout, a combination of local and global factors is driving workplace dissatisfaction.
Most Israeli workers are unhappy with their jobs. Surprisingly, only 18% of Israeli workers say they love their jobs or feel "connected" to their work. Meanwhile, 69% report feeling disconnected, and 13% actively hate their jobs—to the point where they wake up in the morning with the goal of harming the organization they work for.
This data is not new, and the changes from previous years are negligible. However, what is different is the labor market in which this phenomenon is occurring.
One of the first things that happen when people don't like their jobs is that their productivity drops. Another thing that happens is that they want to leave. In the past, when the job market was characterized by growth, with plenty of jobs and opportunities, people simply quit and moved somewhere else—it was even called "the great resignation." Today, the reality is completely different. There are fewer jobs and fewer opportunities, the cost of living is stifling, and the future is uncertain. In times like these, people don't leave a job unless they absolutely have to. So, people stay in places they don't like—and their productivity drops.
This phenomenon is not unique to Israel. A recent study by the Gallup Institute states that the labor market has entered a period of "the great disconnect." Many workers are increasingly disconnected from their workplaces. The number of workers who say they are looking for new employment opportunities is at its highest since 2015, while employee satisfaction with their workplace is at an all-time low. Gallup explains that, due to the tough economic situation and labor market constraints, workers are staying in their jobs despite their dissatisfaction. Employers, for their part, are finding that while fewer employees are leaving (thus reducing replacement costs), productivity is also decreasing. Moreover, Gallup notes that when employees feel disconnected, organizational initiatives or changes may be met with resistance—or at the very least, indifference.
So, when the cost of living is high on one side and there is a lack of opportunities on the other—and in Israel, there is also war—we end up with more and more employees who feel stuck in their jobs. When employees are stuck in jobs they hate, there are only losers: the employees, the organizations, and the economy.
Gallup is a research institute that consistently measures employee engagement and periodically identifies new labor market trends. During the pandemic, it identified "the great resignation," followed by "quiet quitting," and today it describes "the great disconnect." These trends all point to the same core issue: employees are feeling less and less connected to their organizations.
"For forty years now, we’ve seen macro phenomena in the world of work. The traditional career path—where someone joins an organization at 23 and stays until retirement at 65, with their workplace becoming part of their identity—no longer exists. Everyone had that uncle who was fully identified with their workplace—'Tali from Teva' or 'Yossi from IAI.' That kind of long-term, deeply connected labor market is shrinking, and other types of labor markets are growing. Between 2005 and 2010 in Israel, for example, 40% of employees were new to their workplaces. There’s constant employee turnover. Today, people approach jobs with the mindset that it’s just 'a line on the resume.' Expectations from workplaces have completely changed. What Gallup is showing now is similar to what happens in Syria—the king is dead, and we don’t yet know who the new king is," explains Dr. Avi Shnider, a researcher in organizational and labor market trends at the College of Management.
If the labor market is changing, perhaps the metrics should change too. Could it be that Gallup and similar research institutes are simply measuring the wrong things?
"Employee engagement and stability are disappointingly low, and we need to accept that disconnection is the new normal. Shorter employee tenure and shifting priorities are now part of the labor market's daily routine in the 21st century," Shnider says.
However, measuring engagement remains relevant because it directly impacts productivity. Organizations still need to achieve business results, and these results depend on employee productivity.
"Engagement is indeed a measure of productivity, but we may need to recognize that employees won’t stay in the same role for 15 years anymore. After five years, organizations should systematically evaluate whether it’s mutually beneficial to continue the relationship. Employees today face far greater turnover, and that’s here to stay. Therefore, organizations need to build metrics that focus on shorter employee tenures with varying levels of commitment," Shnider adds.
Gallup's research identifies five organizational trends that contribute to employee disconnection:
- Rapid organizational change: Since 2020, most companies have undergone significant changes, from resignations to rapid growth. In 2024, 73% of employees reported changes in their organization in the past year, which has increased feelings of burnout.
- Growing pains of hybrid and remote work: Physical distance leads to emotional distance. Employees don’t form strong connections with their colleagues and feel less connected.
- New customer expectations: 56% of employees report changes in customer demands since COVID-19, with 71% stating that customers are now more demanding or expect better digital experiences.
- Employee demands for flexibility and balance: When there’s a mismatch between employee expectations (e.g., for flexibility) and what employers offer, employees feel undervalued.
- Lack of clarity and transparency: Unclear organizational goals and expectations leave employees feeling "in the dark."
In Israel, these global trends are compounded by local challenges. The country faces its longest and most expensive war, as well as one of the highest costs of living in the world. Israel’s consumer basket is the third most expensive in the West, and the country has the highest cost of living in the OECD when measured by GDP. The war has also led to the repeated recruitment of hundreds of thousands of reservists, leaving workplaces short-staffed. Some employers even fire reservists upon their return, further exacerbating workplace disconnection.
"There are two main reasons employees feel disconnected: a lack of clarity and a lack of meaning. We are a global company with 650 employees at headquarters and 14,000 outsourced employees, and we see this both globally and in Israel. At our headquarters, we refreshed our standards for Clarity, Care, and Growth a year ago. In Israel, even during a year of war, organizations want to fight for business while also ensuring personal security. Additionally, organizations need to find ways to reconnect with reservists who feel their companies have carried on as usual without them," explains Dror Litvak, CEO of ManpowerGroup Israel.
This disconnection, combined with burnout and the challenge of retaining employees, is particularly acute in technology companies. "In industries like nursing or food service, wages have a bigger impact than in tech. In tech, employees prioritize working with the latest technologies, even if salaries are lower. Therefore, you can retain a nursing worker by increasing their hourly wage, but not a high-tech worker," Litvak adds.
Hybrid and remote work further complicate employee engagement. "Not all organizations can require employees to return to the office full-time. Many still have to offer a work-home balance. While this balance benefits employees, studies show it often reduces employees’ sense of meaning and connection to the workplace," he says.
Gallup suggests several strategies for improving employee engagement:
- Build trust and human connection with employees.
- Align organizational culture with employee expectations, especially on mental health and work-life balance.
- Create short-term projects that offer employees a sense of value and accomplishment.
- Develop retirement plans that empower employees to leave when they feel stuck, rather than staying out of fear.
The labor market is evolving, and both employees and organizations need to adapt. By fostering engagement and understanding the realities of modern work, they can navigate the challenges of "the great disconnect" together.
